1、Applying COSOsEnterprise Risk Management Integrated FrameworkSeptember 29,2004Todays organizations are concerned about:Risk ManagementGovernanceControlAssurance(and Consulting)ERM Defined:“a process,effected by an entitys board of directors,management and other personnel,applied in strategy setting
2、and across the enterprise,designed to identify potential events that may affect the entity,and manage risks to be within its risk appetite,to provide reasonable assurance regarding the achievement of entity objectives.”Source:COSO Enterprise Risk Management Integrated Framework.2004.COSO.Why ERM Is
3、Important Underlying principles:Every entity,whether for-profit or not,exists to realize value for its stakeholders.Value is created,preserved,or eroded by management decisions in all activities,from setting strategy to operating the enterprise day-to-day.Why ERM Is Important ERM supports value crea
4、tion by enabling management to:Deal effectively with potential future events that create uncertainty.Respond in a manner that reduces the likelihood of downside outcomes and increases the upside.This COSO ERM framework defines essential components,suggests a common language,and provides clear direct
5、ion and guidance for enterprise risk management.Enterprise Risk Management Integrated Framework The ERM FrameworkEntity objectives can be viewed in thecontext of four categories:Strategic OperationsReportingComplianceThe ERM FrameworkERM considers activities at all levelsof the organization:Enterpri
6、se-levelDivision orsubsidiaryBusiness unitprocesses Enterprise risk managementrequires an entity to take a portfolio view of risk.The ERM FrameworkManagement considers how individual risks interrelate.Management develops a portfolio view from two perspectives:-Business unit level-Entity levelThe ERM
7、 FrameworkThe eight componentsof the frameworkare interrelated The ERM FrameworkInternal EnvironmentEstablishes a philosophy regarding risk management.It recognizes that unexpected as well as expected events may occur.Establishes the entitys risk culture.Considers all other aspects of how the organi
8、zations actions may affect its risk culture.Objective SettingIs applied when management considers risks strategy in the setting of objectives.Forms the risk appetite of the entity a high-level view of how much risk management and the board are willing to accept.Risk tolerance,the acceptable level of
9、 variation around objectives,is aligned with risk appetite.Event IdentificationDifferentiates risks and opportunities.Events that may have a negative impact represent risks.Events that may have a positive impact represent natural offsets(opportunities),which management channels back to strategy sett
10、ing.Event IdentificationInvolves identifying those incidents,occurring internally or externally,that could affect strategy and achievement of objectives.Addresses how internal and external factors combine and interact to influence the risk profile.Risk AssessmentAllows an entity to understand the ex
11、tent to which potential events might impact objectives.Assesses risks from two perspectives:-Likelihood-ImpactIs used to assess risks and is normally also used to measure the related objectives.Risk AssessmentEmploys a combination of both qualitative and quantitative risk assessment methodologies.Re
12、lates time horizons to objective horizons.Assesses risk on both an inherent and a residual basis.Risk ResponseIdentifies and evaluates possible responses to risk.Evaluates options in relation to entitys risk appetite,cost vs.benefit of potential risk responses,and degree to which a response will red
13、uce impact and/or likelihood.Selects and executes response based on evaluation of the portfolio of risks and responses.Control ActivitiesPolicies and procedures that help ensure that the risk responses,as well as other entity directives,are carried out.Occur throughout the organization,at all levels
14、 and in all functions.Include application and general information technology controls.Management identifies,captures,and communicates pertinent information in a form and timeframe that enables people to carry out their responsibilities.Communication occurs in a broader sense,flowing down,across,and
15、up the organization.Information&CommunicationMonitoringEffectiveness of the other ERM components is monitored through:Ongoing monitoring activities.Separate evaluations.A combination of the two.Internal ControlA strong system of internalcontrol is essential to effectiveenterprise risk management.Exp
16、ands and elaborates on elements of internal control as set out in COSOs“control framework.”Includes objective setting as a separate component.Objectives are a“prerequisite”for internal control.Expands the control frameworks“Financial Reporting”and“Risk Assessment.”Relationship to Internal Control In
17、tegrated FrameworkERM Roles&ResponsibilitiesManagement The board of directors Risk officersInternal auditorsInternal AuditorsPlay an important role in monitoring ERM,but do NOT have primary responsibility for its implementation or maintenance.Assist management and the board or audit committee in the
18、 process by:-Monitoring-Evaluating-Examining-Reporting -Recommending improvementsVisit the guidance section of The IIAs Web site for The IIAs position paper,“Role of Internal Auditings in Enterprise Risk Management.”Internal Auditors2010.A1 The internal audit activitys plan of engagements should be
19、based on a risk assessment,undertaken at least annually.2120.A1 Based on the results of the risk assessment,the internal audit activity should evaluate the adequacy and effectiveness of controls encompassing the organizations governance,operations,and information systems.2210.A1 When planning the en
20、gagement,the internal auditor should identify and assess risks relevant to the activity under review.The engagement objectives should reflect the results of the risk assessment.StandardsOrganizational design of businessEstablishing an ERM organizationPerforming risk assessmentsDetermining overall ri
21、sk appetiteIdentifying risk responsesCommunication of risk resultsMonitoringOversight&periodic review by managementKey Implementation FactorsOrganizational DesignStrategies of the businessKey business objectivesRelated objectives that cascade down the organization from key business objectivesAssignm
22、ent of responsibilities to organizational elements and leaders(linkage)Example:Linkage Mission To provide high-quality accessible and affordable community-based health care Strategic Objective To be the first or second largest,full-service health care provider in mid-size metropolitan markets Relate
23、d Objective To initiate dialogue with leadership of 10 top under-performing hospitals and negotiate agreements with two this yearEstablish ERMDetermine a risk philosophySurvey risk cultureConsider organizational integrity and ethical valuesDecide roles and responsibilitiesExample:ERM OrganizationERM
24、 DirectorVice President andChief Risk OfficerCorporate Credit Risk ManagerInsurance Risk ManagerERMManagerERMManagerStaffStaffStaffFES Commodity Risk Mg.DirectorRisk assessment is the identification and analysis of risks to the achievement of business objectives.It forms a basis for determining how
25、risks should be managed.Assess RiskEnvironmental RisksCapital AvailabilityRegulatory,Political,and LegalFinancial Markets and Shareholder RelationsProcess RisksOperations RiskEmpowerment RiskInformation Processing/Technology RiskIntegrity RiskFinancial RiskInformation for Decision MakingOperational
26、RiskFinancial RiskStrategic RiskExample:Risk ModelSource:Business Risk Assessment.1998 The Institute of Internal AuditorsControl ItShare orTransfer ItDiversify orAvoid ItRiskManagementProcessLevelActivityLevelEntity LevelRiskMonitoring IdentificationMeasurementPrioritizationRiskAssessmentRisk Analys
27、isDETERMINE RISK APPETITERisk appetite is the amount of risk on a broad level an entity is willing to accept in pursuit of value.Use quantitative or qualitative terms(e.g.earnings at risk vs.reputation risk),and consider risk tolerance(range of acceptable variation).Key questions:What risks will the
28、 organization not accept?(e.g.environmental or quality compromises)What risks will the organization take on new initiatives?(e.g.new product lines)What risks will the organization accept for competing objectives?(e.g.gross profit vs.market share?)DETERMINE RISK APPETITEQuantification of risk exposur
29、eOptions available:-Accept=monitor-Avoid=eliminate(get out of situation)-Reduce=institute controls-Share=partner with someone(e.g.insurance)Residual risk(unmitigated risk e.g.shrinkage)IDENTIFY RISK RESPONSESImpact vs.ProbabilityControlShareMitigate&ControlAcceptHigh RiskMedium RiskMedium RiskLow Ri
30、skLowHighHighIMPACTPROBABILITYLowHighHighIMPACTPROBABILITYHigh RiskMedium RiskMedium RiskLow RiskExample:Call Center Risk AssessmentLoss of phonesLoss of computersCredit riskCustomer has a long waitCustomer cant get throughCustomer cant get answersEntry errors Equipment obsolescenceRepeat calls for
31、same problemFraudLost transactionsEmployee moraleControl RiskControl ObjectiveActivityCompletenessMaterialAccrual of transactionopen liabilities not recorded Invoices accrued after closing Issue:Invoices go to field and AP is not aware of liability.Example:Accounts Payable ProcessDashboard of risks
32、and related responses(visual status of where key risks stand relative to risk tolerances)Flowcharts of processes with key controls notedNarratives of business objectives linked to operational risks and responsesList of key risks to be monitored or usedManagement understanding of key business risk re
33、sponsibility and communication of assignmentsCommunicate ResultsMonitorCollect and display informationPerform analysis-Risks are being properly addressed-Controls are working to mitigate risksAccountability for risksOwnershipUpdates-Changes in business objectives-Changes in systems-Changes in proces
34、sesManagement Oversight&Periodic Review Internal auditors can add value by:Reviewing critical control systems and risk management processes.Performing an effectiveness review of managements risk assessments and the internal controls.Providing advice in the design and improvement of control systems a
35、nd risk mitigation strategies.Implementing a risk-based approach to planning and executing the internal audit process.Ensuring that internal auditings resources are directed at those areas most important to the organization.Challenging the basis of managements risk assessments and evaluating the ade
36、quacy and effectiveness of risk treatment strategies.Internal auditors can add value by:Facilitating ERM workshops.Defining risk tolerances where none have been identified,based on internal auditings experience,judgment,and consultation with management.Internal auditors can add value by:For more informationOn COSOsEnterprise Risk Management Integrated Framework,visitorThis presentation was produced by Applying COSOsEnterprise Risk Management Integrated Framework
